David Mejia Morales

I offer, Increase productivity by motivating staff, reducing quality rejections, reducing SCRAP, defining the best strategy to guarantee results, integrating the necessary resources and focusing them on the KPI's, to achieve full customer satisfaction.

   Zeeco-Therme (Combustion)                                     Querétaro, Qro. Mexico. (Apr-2020 – Currently).

   Production Chief:

   Reporting to: Plant Manager.

• Personnel in charge 5 Production Supervisors, Indirectors 70 Operators 
• Focus on three main objectives:
• Delivery on time.
• Budgeted Hours
• Percentage of completion
• Currently training to take the activities of the Production Manager

   Flex (AGM Durmont Mexico) (Automotive)                        Querétaro, Qro. Mexico. (Nov-2020 – Apr-2022).

   Production Supervisor:

   Reporting to: Production Manager.

• Personnel in charge 80 Indirect
• Responsible for: Comply with the delivery of the product on time and in accordance with the client's request.
• Follow-up to the 5's audits.

Main achievements.

• Elimination of expedited shipments from November 2020 to date,

•  Generation of monitoring boards in each of the areas.
•  You talk one to one with the operational staff
•  Follow-up meetings per shift.
  • With 3 direct reports: 3 Assembly Supervisors, 150 Indirect

• Participate in Kaizen, reduce inventory between processes from May 2021 to date,

 SaarGummi Automotive Mexico  (Automotive)                        Querétaro, Qro. Mexico. (Sep-2017 - Apr-2020). 

 Productions Chief:

 Reporting to: Director of Operations.

• Responsible for: Comply with the delivery of the product on time and in accordance with the client's request.
• Monitoring of KPI indicators (Safety, Quality, Production, Absenteeism, Costs)
• Planning, skills development and knowledge of your operational staff.
• Compliance with audits IATF16949, VDA 6.3.
• Planning of injection mold changes for the different products.
• Control of corrective and preventive maintenance to injection molds.
• 100% responsible for interviewing operational staff.

Main achievements. 

• 31% reduction of SCRAP,
• Make 8D's meetings (Problem Solving Methodology), main defects.           
• Increase in the preparation, as well as closing of shares, in the LPA's from 50% to 85%.
• Follow up with internal customers, providing feedback on the quality of your product
• 20% increase in production.
• Give motivational talks to support team and production team.
• Hold 8D's meetings (Problem Solving Methodology)
• Implement follow-up KPIs 

Alta Tecnología Vehicular SA de CV.  (Automotive)                Querétaro, Qro. Mexico. (Feb- 2016 - Sep-2017).

Production Manager

Reporting to: General Manager

• With 2 plants Querétaro and Guadalajara, 5 Supervisors, 180 Indirect.
• Responsible for: Development of plant indicators, KPI´S (Safety, Machines, Quality, Production, Cost).
• Comply with the production program in a timely manner (CNC Machines and Assembly)
• Budget and financial management.
• Development of new products.
• Development of Improvement Projects in production lines.

Main achievements. 

• 35% increase in production.
• Implementation of talks at the beginning of the shift, reviewing the indicators.
• Hold meetings of (Problem Solving Methodology)
• Improve assembly drawings
• 30% reduction of SCRAP,
• Make 8D's meetings (Problem Solving Methodology), main defects.            
• Develop error-proof systems.
• Discipline in the skills matrix vs. critical operations.

 Bombardier Aeroespace Mexico (Aerospace)                           Querétaro, Qro. Mexico.  (Feb-2012 - Aug-2015) 

 Production Supervisor Sr.

 Reporting to: Production Manager.

• With 3 direct reports: 0 Supervisors, 100 Indirect
• Ensuring that employees have the necessary resources to meet the requirement of the day
• Ensure that employees have the necessary training and certification to meet the production plan 
• Monitoring of KPIs indicators (Safety, Quality, Deliverable, Production, Absenteeism, Costs) 

Main achievements. 

• 100% Recovery of a product with a cost of 2.5 M USD.
• Hold meetings with all service areas (Logistics, Quality, Methods, Production).
• Hold meetings of (Problem Solving Methodology)
• Improve assembly drawings
• 50% Increase in Production. (Production Rate)
• Standardization of similar operations. 
• Make changes to shifts for operations that were splicing.
• I was involved in the implementation of Andón.

Michelin México Services S.A de C.V. (Automotive) Querétaro, Qro. México.       (Feb-2002 - Ago-2011)  

Reporting to: Plant Manager:

          Business Unit Leader             65 Indirects                                                       (Ene-2007 - Ago-2011)

          Shift Manager                         110 Indirects                                                     (Ene-2006 - Ene-2007)

          Section Leader                        50 Indirects                                                       (Feb-2002 - Ene-2006)

ACADEMIC 

UNIVERSIDAD DEL VALLE DE MÉXICO CAMPUS QUERÉTARO

Production Engineering